AVP3 Fulfillment Center, Gouldsboro, PANovember 2016 - Area Manager for Ship, leading a seasonally-adjusted team of 35 - 110 associates. Delivered network-leading Heavy Bulky volumes in a 1.2 million square foot fulfillment centerJanuary 2018 - Transitioned to an expanded role managing overall outbound operations for a newly-created overnight shiftDaily coordination with up six LTL and OTR carriers for truck shipments across more than 20 unique lanes (more than 30 during peak seasons) in conjunction with near term transportation demand forecasts Developed new mech-lift (items greater than 99 pounds) handling protocol that improved safety while increasing mech-lift ship rates by 41%Site leader appointment training peers to develop reliable shift plans and end-of-shift (EOS) reports. Developed Excel-based version of EOS report, enabling consistent reporting across all shiftsArea Manager - Pick, Amazon Fulfillment Center, ABE2 Fulfillment Center, Breinigsville, PAFebruary 2016 - October 2016Managed Pick Department averaging 150 hourly associates (over 400 during peak season) in a 600,000 square foott fulfillment centerResponsible for monitoring safety, productivity, quality, attendance, and trainingSpearheaded testing and implementation of Pick Speedway, a peer-driven, one-on-one training program that is now the facility's supportive pick training standard, while also being adopted at similar facilities in the network. The program improved pick rates of “at-risk” associates by nearly 10%

PHL1 Fulfillment Center, New Castle, DENovember 2015 - January 2016Appointed by regional manager to a three-person leadership teamResponsible for onboarding, training, and guiding a complete seasonal night-shift ramp up of a team comprised of 90% new hires Shift performed beyond leadership expectation, often producing in excess of 40 TPH

June 2015 – Interim Flow Lead: Helped guide transition from internal to centralized flow. Worked nightly with OB Ops to ensure proper workflow within WIP and TPH expectations. Helped train centralized flow lead regarding ABE2 standards and navigating potential bottlenecks in ABE2 processes. Through September 2015Developed and implemented changes in start of shift (SOS) cadence that improved TP90 by more than 50%.June 2014 – Interim Flow Lead through August 2014Developed Standardized Pick EOS report which was approved by OB Ops for facility-wide use

My primary service areas are economic development and commercial real estate, including the continuation of my prior relationship with the Pocono Mountains Economic Development Corporation positioning the region’s economic development assets, such as location, infrastructure, and workforce to a concentrated group of corporate realtors. During the nine years I’ve managed its external marketing, PMEDC has realized 52x its Marketing/PR spend with a total ROI exceeding $14 million.

Summarizing my work during 10 years at G&G is difficult. In addition to account and project management, I was responsible for vendor relations, day-to-day staff guidance, and interviewing potential staff. I was the primary builder of the team in place during the company's most successful period helping the company grow from a small regional company to a firm with significant government accounts. By developing clear pricing and workflow protocols (wow, that's some industry speak, isn't it!?), I helped the G&G become one of the first 20 companies in the nation approved under the General Services Administration's Advertising and Integrated Marketing Schedule, helping the agency earn revenues in excess of $1 million annually from 1999 - 2007.While continuing to assist G&G's government service team; I developed the agency's practice with environmental and economic development clients, serving as project manager / lead writer for most of these engagements. The integrated marketing program I developed for REACH Recycling helped the Monroe County Municipal Waste Management Authority achieve community-wide recycling totals exceeding 200 tons per month. The PRSA's Philadelphia Chapter recognized the program with a Silver Ladle during the 2001 Pepperpot Awards.

At the time that Werry's was owned by BOEI, Ltd., I initiated programs and redirected the marketing budget for this small Pocono lodging facility/restaurant. During my tenure, bookings and restaurant revenue increased and I was able to help the owners increase revenue by more than 20 percent, culminating in $1 million+ sales for both 2004 and 2005. Based on it's success, BOEI, Ltd. was able to sell the facility in 2005 for nearly $1.2 million.

I chaired the Greater Pocono Chamber of Commerce's Environmental Committee for four years, helping to advance environmental issues within the Chamber's advocacy agenda. My committee and I also furthered awareness of the Chamber's "Save Our Planet" awards and implemented the Mark Lichty Founder's Award for outstanding lifelong contributions to environmental issues in the Poconos.

My job as Program Director for Keystone (later Nassau) Broadcasting was to develop and produce on-air programming in accordance with the station's hybrid News/Talk - Adult Contemporary format. Upon being named to the position, I immediately assisted in the creation of locally-produced weekly programs on investing, health, women's issues, and lifestyles, assisting in the content development and production of each. I also worked as an on-air talent and worked closely with the rest of my on-air and news staff to ensure the development and professional presentation of quality content. When Nassau Broadcasting purchased the stations, I implemented a management-directed change away from News-Talk to a full-time "Great Songs" format, incorporating music from the 1940s - 1980s. During my tenure, the station consistently ranked #1 in Monroe County among 55+ adults and enjoyed a strong relationship with the community, often serving as the "go-to" media for charitable and community service organizations.